ICON

1
ICON Baird Healthcare ConferenceMr. Ciaran
Murray CFOMr. Brendan Brennan VP Investor
Relations September 10th 2009
2
Forward Looking Statements
Certain statements contained herein including,
without limitation, statements containing the
words believes, anticipates, intends,
expects and words of similar import, constitute
forward-looking statements concerning the
Company's operations, performance, financial
condition and prospects. Because such statements
involve known and unknown risks and
uncertainties, actual results may differ
materially from those expressed or implied by
such forward-looking statements. Given these
uncertainties, prospective investors are
cautioned not to place undue reliance on such
forward-looking statements. The Company
undertakes no obligation to publicly update or
revise any forward-looking statements, whether as
a result of new information, future events or
otherwise. This presentation includes selected
non-GAAP financial measures. For a presentation
of the most directly comparable GAAP financial
measures, please refer to the Quarter 2 2009
press release consolidated income statement
headed Consolidated Income Statements (Unaudited)
(US GAAP)
3
Global Full Service Clinical Development
4
ICONs Global Footprint
5
ICON Plc Staff Growth 1990 - Today
6
Market Environment
7
Market Fundamentals Still Intact

• Outsourcing Penetration expected to increase
• More Strategic approach to outsourcing
• Cost containment
• Globalisation of clinical research
• Continued RD Spending Growth.
• Pipelines remain solid
• Scientific innovation continues to expand
• Increasing Regulation
• More patients/ more studies
• Post marketing surveillance

8
Increased Outsourcing

• Clients are increasingly focused on their core
  competencies of
• Discovery
• Strategic Development
• Marketing
• Clients are engaging CROs at a more strategic
  level
• Level of management engagement (Executive to
  executive)
• Level of co-operative engagement i.e. sharing
  drug pipeline intentions
• Deeper reliance on CRO scientific and therapeutic
  expertise
• Reduced internal capacity in the companies of
  strategic partners e.g. staff or asset
  transfers/reductions
• Clients likely to move their outsourced from
  30 to gt50 over the next 5 years

9
Market Fundamentals Still Intact

• Outsourcing Penetration expected to increase
• More Strategic approach to outsourcing
• Cost containment
• Globalisation of clinical research
• Continued RD Spending Growth.
• Pipelines remain solid
• Scientific innovation continues to expand
• Increasing Regulation
• More patients/ more studies
• Post marketing surveillance

10
Clinical Compounds in Development
11
RD Spending Growth
12
CRO Market Size 1996 2012 (E)
13
Total Biotech Funding ( Millions)
14
Market Fundamentals Still Intact

• Outsourcing Penetration expected to increase
• More Strategic approach to outsourcing
• Cost containment
• Globalisation of clinical research
• Continued RD Spending Growth.
• Pipelines remain solid
• Scientific innovation continues to expand
• Increasing Regulation
• More patients/ more studies
• Post marketing surveillance

15
Opportunities. but also Risks
ICON in this Market Environment
16
Net Volume of RFPs
2003 to Q2 2009
Net volume represents only those opportunities
which were ultimately outsourced
17
Net New Business Wins and Book to Bill Ratio
Book to Bill Ratio
Net Business Wins
18
Analysis of Business Wins
Q2 09 Net Wins
H1 09 Net Wins
19
Analysis of Backlog by client Q2 09
20
Total Backlog Level ( Millions)
14
21
Coverage of next 4 quarters from Backlog
Value of backlog forecast to be earned in next 4
quarters
coverage of next 4 quarters forecast revenues
22
Projects of Longer duration lead to slower
backlog burn
23
Strategy
24
ICONs Core Strategy is Organic Growth,with
acquisitions made to add new services or scale

• Capitalise on market fundamentals to drive
  organic growth in all business units.
• Cross-sell services to grow sales and margin
• Build Deep Strategic Relationships
• Create Stronger differentiation across our
  services
• Retain a flexible business model to respond to
  differing client outsourcing strategies
• Pursue acquisitions to enhance depth and scale of
  current operations and to add additional
  complementary services e.g.

• Safety/Late Phase
• Imaging
• Japan

• Acquisitions to date 13
• Revenues acquired 130m
• Staff acquired 1,200
• gt Organic growth gt80

• Phase I
• Bioanalytical / Biomarkers
• Therapeutic specialists

25
Market Feedback
26
ICON in recent Surveys

• ICON is one of three CROs cited most frequently
  as sponsors favourite CRO vendors
• Our confidence goes up that ICON is the right
  name to own in this environment, given their
  consistent quality

• ICON is a darling of the industry, the
  company's stunning growth in 2006 and 2007
  surprised its peers. Now, the Dublin-based
  company is still outpacing just about everybody,
  but at a less accelerated clip.

27
Financial Performance
28
Net Revenue CAGR of 28 since 2005
(E)
CAGR 28
Mid point of Guidance July 22nd
29
Earnings Per Share Growth
(E)
CAGR 35
Mid point of Guidance July 22nd
30
Cash Flow from Operations / Free Cash Flow
FCF Per Share
Estimate assumes DSO of approx 60 days.
Historic periods FCF exclude Head-office
construction costs
31
(No Transcript)
32
Return on Equity
33
Recent Financial Performance ( millions) Quarter
2 2009
34
Recent Financial Performance ( millions) H1 2009
35
Summary Balance Sheet and Cash Flow( millions)
36
ICON Key Financial Metrics( millions)
37
ICON Plc Historic Share Price Performane
ICON SP 500 Nasdaq Composite
38
Investment Case Summary

• Top Global Clinical CRO - 4
• Deep customer relationships
• Quality of staff
• Experienced Management team
• Excellent Reputation
• Solid market fundamentals
• Outstanding record of growth
• Strong balance sheet